Five stages we do not skip, because the project does not end at go-live. It ends when the ROI you were promised is the ROI you get, and your team owns it.
A plan without a build is a deck. A build without implementation is shelfware. Implementation without someone operating it is a launch party. Operating it forever is a hostage. Sixty-plus years of running plants, sites, networks and finance functions taught us that the return lives in stages three and four, in adoption and operation, and that is where we put our weight.
A fixed-scope, fixed-fee study of one process with the people who actually run it. You get a written map of where a fact is typed twice, where money leaks and what we would build first, with a business case and a price. You keep the map whether or not you go further.
Site visits, shadowing, the store keeper and the finance lead in the same room, not a questionnaire sent by email.
Where a fact is typed twice, where a number waits on a person, where the register and the ledger disagree, and what each one costs.
Scope, fee and the number we will be measured on, agreed up front. No advisory that quietly becomes an open-ended bill.
*Scoped to about three focused days of work, and only for a project we genuinely find interesting — not every enquiry qualifies.
A named squad with a lead you can call, building on the framework that already runs a trade. Weekly working demos. A real user has a real screen from the second week, because the store keeper's opinion outweighs the steering committee's.
One person accountable for the build, reachable directly, not a rotating support queue.
Something real to click on every week, not a status slide.
One governed core, a chain with no gaps, agents and a bus already decided. What is left to build is your process, your rules and your names.
This is the stage most partners skip and most projects die in. Software that works and nobody uses is a cost. We run change management and adoption as hard as the code: the floor, the finance team and the board brought along, not informed.
Every person who touches the system gets their own four-tap job, in their language, and a reason it is easier than the register was.
We run the old process next to the new one until the new one wins on the floor, then switch off the old one on a date everyone knows.
The ROI we promised in Advise is measured from week one of Implement and put in front of the sponsor weekly. No surprises at the review.
We run what we built with the same on-call discipline we keep for our own products: monitoring, patching, the small changes a live system always needs, and the agents tuned as your data teaches them. Until it is boring.
The same pager discipline we hold for our own products, not a mailbox checked in the morning.
Each agent's flags, drafts and savings reported monthly. One that is not paying for itself is switched off, not defended.
The tweaks a live system needs, handled as they come, not batched into a quarterly release.
Your team takes it over, trained, documented and confident, on a date agreed in Advise. Nothing is built to be hard to leave. The ROI stays with you; so does the option to call us.
Your people run it with us watching before they run it alone. Handover is a stage, not a document.
Documented from day one so any competent team can maintain it. You own the code and the data.
Operate can continue for as long as that is the better deal for you. It is your choice, made with the numbers in hand.
A fact is typed once and every document after it is made from that one entry.
Anything that moves money has a person or a rule behind it. No third option.
The store keeper's opinion outweighs the steering committee's.
You own the code and the data. Every product works alone.
The ROI agreed in Advise is the number we report every week, until Transfer.